Strategy tools, courses & learning materials for individuals, universities and business
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Free resources from Strategy Dynamics

Some items are available free of charge to all or registered site visitors, some are free for registered teachers only. Registration is free. We may request validation of your email address.

Included in our free materials are recorded presentations, articles and papers and mystrategy demonstration materials. These are available under the tabs above. Registered teachers also have access to some additional material.

Agile SD - mini-course

Simulating business situations was, until recently, complicated, slow and costly - and the end-result could be disappointing. But recent advances in both method and tools have transformed this situation - building working, quantified business models is now easier, faster, cheaper and more reliable than trying to do the same thing with a spreadsheet. (See From spreadsheets to models: Making system dynamics mainstream Video, 22min).

The videos making up this mini-course were recorded in a half-day workshop led by Kim Warren, and have been edited into a series of clips, in 3 parts. They explain and demonstrate an "Agile" approach to System Dynamics, in which very simple working models are built quickly with users, before adding more and more elements to build up a rich model of the situation.

The class uses the Sysdea software - designed to be as easy-as-possible to use. However it is possible to follow most of the Agile method's principles while using other system dynamics software.

Free Registration is required to access the full content of this mini-course login or register now

Introduction

Background to modeling business and strategy with system dynamics (6 clips, 20 minutes )

Demonstration

Building a model of a tech-product launch, with instructions and demo (10 clips, 53 minutes)

Embedding / acceptance

Tips on best use of the approach and software to aid embedding and acceptance (8 clips)


Strategy Dynamics Briefings

A fortnightly email series on Strategy Dynamics

All registered users may subscribe to our FREE email series. Delivered every 14 days direct to your inbox these briefings are drawn from the textbook Strategic Management Dynamics and include comments from Kim Warren on the application of the approach.

To subscribe, select the SMD Briefing in my account.

I just wanted to let everyone at Strategy Dynamics know that I love receiving these e-mails. As a Graduate student pursuing my M.S. Leadership, I find Strategy Dynamics very helpful; as the Ken Blanchard College of Business at Grand Canyon University expects MSL students to thoroughly understand strategy.

Melissa Grant, B.A. Psychology, M.S. Leadership-2011.

...thank you again for your newsletter.

Your Strategy page / your strategy newsletter is one of the best on the world wide web ! You meet EXACTLY what strategy is all about (many others don't ... ).

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If you would like to comment we would be pleased to hear from you. Use our contact form or reply to briefing emails.

Videos

Sample videos from our YouTube Channel. If you find them interesting why not YouTube
We also have a number of playlists, for example:

​The value of repeatable models (5 videos totalling 2hrs 38min)
Getting started teaching Strategy Dynamics (5 videos totalling 1hr 30min)

Webinar: Living Business Models, 18 May 2017

This webinar focused on why every leader and executive should understand and be able to use Living Business Models - and why every analyst and consultant should be able to build these models. It is now easier, faster and more reliable to build an LBM than it is to build spreadsheet or other models that are far less useful. (Duration 63 minutes)

Additional materials:
Information and registration

Want to learn how to build models for yourself?

Take the self paced Business Modeling Course with Kim Warren

Interview with Rod Brown at Opun Ltd (8 minutes)


Kim Warren talks to Rod Brown, CEO of Opun.co.uk about how Living Business Models helped him test, finance and manage his business.

Making dynamic modeling mainstream (22 minutes)


Huge numbers of business analysts and others struggle to tackle time-based issues with spreadsheets, while it is easier, faster and cheaper to build living business models. Such models are much more useful, and far less prone to error (it is estimated that up to 90% of enterprise spreadsheets have fundamental, costly errors!). This video shows how these models are quite do-able by non-experts, with a simple early-stage business case.

Recorded live at the International System Dynamics Conference in Delft, July 2016.

Continual strategy and implementation with simulation (32 minutes)


Simulating business performance was once difficult, technical and costly - no longer. Following the rigorous principles outlined in Engineering the Enterprise with Living Business models and using latest software makes accurate, quantified, dynamic business models easier, faster and cheaper than spreadsheet models that are far less useful. KPIs and balanced scorecards automatically fall out of these models, and they can be used for continuous operational management as well as long-term strategy.

Keynote presentation to KPI Institute conference in KL, 2016.

Why Strategy needs 'dynamics' (10 minutes)


Why do I need Dynamics? There are already many strategy methods and frameworks in our courses and textbooks, but they share some important limitations that are of real, practical importance. This short video outlines some of this issues.

Articles and papers

List of freely available articles and papers. All items may be downloaded by right clicking the 'Open document' button and selecting 'Save...'

Article - Agile System Dynamics
The challenge in any engagement is to provide early insight and actionable findings. In this article Kim Warren shows how this is acheivable. Read more …


Article - The Engineering of Strategy

Most strategy tools are in essence, static and rely on statistical methods. Applying system dynamics to strategy development introduces the ability to deal with real-world mechanisms - delays, interdependencies and feedback. Read more …


Article - The Dynamics of Strategy UPDATED 2016
First of a trilogy of articles initially published in Business Strategy Review in 1999/2000. Includes improvements to the strategy dynamic method since that time, and updated examples with easy-to-use working, quantified models that readers can access.

Updates to the additional articles in the series (The Dynamics of Rivalry and The Softer side of Strategy Dynamics) are in progress.
First published in Business Strategy Review, 1999, Volume 10 Issue 3 pp 1-16.


Article The Dynamics of Rivalry
This second article in the series explores the three types of rivalry for customers and other assets. First published in Business Strategy Review, 1999, Volume 10 Issue 4 pp 41-54.


Article - The Softer Side of Strategy Dynamics
The last article in this series looks at the impact of intangible issues. First published in Business Strategy Review, 2000, Volume 11 Issue 1 pp 45-58.


Article: Strategic Recovery
Originally published in the Strategic Planning Society magazine, this article has enduring relavency. Read more …

Article: Invisible Ink
Reporting on intangible assets, originally published in Business Strategy Review, Winter 2004, pp 57-65. Read more …

Conference paper: Scenario Dynamics - anticipating industry futures.
This paper summarises a panel session delivered in 2002 at the Strategic Management Society conference.


Conference paper: Strategic Performance and Business Dynamics
Presentation: European CFOs Summit, 2001. Kim Warren builds the case for a strong understanding of key resources and the strategic architecture, taking a retail example. He concludes with Marks and Spencer as the case in point illustrating the effect of not doing so with a look at their problems in the late 1990's.


Conference paper: Fact based Strategic Management
1st World Conference for Systemic Management - Vienna, May 2001. In this paper Kim Warren says that there are near-universal expectations that face top management - they, and their investors, expect the organisation’s performance to progress strongly through time...


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